Date   
Re: Test Poll - Please Respond so we can test how polling works! #poll

Karen Budelier Brown
 

Other 

On Fri, Feb 14, 2020 at 10:22 AM Tom Short <tshortconsulting@...> wrote:

A new poll has been created:

What’s your favorite color?

1. Red
2. Yellow
3. Green
4. Blue
5. Other

Vote Now


--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts

--
Karen Budelier Brown

Re: Test Poll - Please Respond so we can test how polling works! #poll

Dennis Thomas
 


Dennis L. Thomas
IQStrategix
(810) 662-5199

Leveraging Organizational Knowledge 


On February 14, 2020 at 11:26:01 AM, Tom Short Consulting (tshortconsulting@...) wrote:

[Edited Message Follows]

A poll has been updated:

What’s your favorite color? (All responses will be kept anonymous).

1. Red
2. Yellow
3. Green
4. Blue
5. Other

Vote Now

Test Poll - Please Respond so we can test how polling works! #poll

 
Edited

What’s your favorite color? (All responses will be kept anonymous).

Results

Re: How to land change with people

Dennis Thomas
 

Yes, one and all, 

That is a good question.  What technologies exist on the market today that can integrate related and disparate knowledge domains into rationally understood formats that users can immediately understand and use?  Which solve the language complexity barriers (heterogeneous mixtures) that every organization encounters.  Which are available that scale to accommodate the requirements of small, medium, and large companies?

This question has been popping up since the first issue of KMWorld published in October 1998.  And, since that time, the KM world has had little interest in addressing the technical needs of technology since they could define knowledge requirements that the IT world solved over a decade.  Now, KM practitioners are hanging out in a nether world, or implementing workshops on KM, but have not solved the KM technology problem.  It is an illusion that AI, Machine Learning and related technologies are going to solve these problems, because IT requirements and practices are different from KM practices and requirements. 

So, if not us, who”  That solution starts with asking, “what does a KM compliant enterprise look like?”  What are the systems and their components? How do they interact.  What kind of content do they deliver, and how do they deliver that content.  Perhaps this graphic can help?  Let’s get down and dirty.  The people who prospered during the gold rush were those people who sold the picks and shovels.  This is not only a gold rush, it is about the future of the KM industry.  IMO

Accounting, for example, requires that the books be closed on an annual basis.  That is a knowledge problem since the people and the process may change every year.. Organizations utilize hundreds of applications to develop millions of documents, marketing/sales graphics, or implement unlimited numbers of strategies, policies, procedures, practices.  You all know this better than I do.  Does this represent a knowledge problem, or a data problem?   

 

Dennis L. Thomas
IQStrategix
(810) 662-5199

Leveraging Organizational Knowledge 


On February 12, 2020 at 6:29:19 AM, Jasper Lavertu (jlavertu@...) wrote:

Congratulations indeed!
But... now I am eager to know more about how to achieve organisational change (and the tools and approaches) and especially, how to coordinate the watercooler moments. Is there more info to share?

Re: How to land change with people

Edwin K. Morrris
 

Much appreciate the feedback David.

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of David Graffagna via Groups.Io
Sent: Wednesday, 12 February, 2020 09:00
To: SIKM@groups.io
Subject: Re: [SIKM] Podcast

 

Thanks for sharing Edwin. And it connects nicely with my inquiry of a couple weeks ago regarding good KM-related podcasts to share with a new member of my team!

Best,

David

Re: How to land change with people

Edwin K. Morrris
 

Thanks Jasper. Follow along the series https://soundcloud.com/pioneer-ks

Also consider being on a panel discussion on the show?

Thank you.

Yours in knowledge,

Edwin

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Jasper Lavertu via Groups.Io
Sent: Wednesday, 12 February, 2020 06:29
To: SIKM@groups.io
Subject: Re: [SIKM] Podcast

 

Congratulations indeed!
But... now I am eager to know more about how to achieve organisational change (and the tools and approaches) and especially, how to coordinate the watercooler moments. Is there more info to share?

Re: How to land change with people

David Graffagna
 

Thanks for sharing Edwin. And it connects nicely with my inquiry of a couple weeks ago regarding good KM-related podcasts to share with a new member of my team!

Best,

David

Re: Knowledge Management and Process Management

Katrina Pugh
 

These are great! 

By the way in my note, Siri changed the term for waste incorrectly. It is not “musa” but “muda”. :)


Katrina Pugh
President, AlignConsulting
Faculty, Columbia University Information and Knowledge Strategy Master's Program
617 967 3910

On Feb 12, 2020, at 6:31 AM, Jonathan Norman via Groups.Io <jonathan.norman@...> wrote:

Thanks, Nick

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Nick Milton via Groups.Io
Sent: 12 February 2020 08:06
To: SIKM@groups.io
Subject: Re: [SIKM] Knowledge Management and Process Management

 

You can find descriptions of many of the common KM processes here

https://www.knoco.com/knowledge-management-processes.htm

 

 

 

Nick Milton
Knoco Ltd
www.knoco.com

www.facebook.com/knoco.ltd

www.linkedin.com/company/knoco-ltd
mobile +44 (0)7803 592947

email nick.milton@...

blog  www.nickmilton.com

twitter @nickknoco

Author of the recent book - "The Knowledge Manager’s Handbook"

 

"Ambition without knowledge is like a boat on dry land." 
--Mark Lee

 

 

 

 

Re: Knowledge Management and Process Management

Jonathan Norman
 

Thanks, Nick

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Nick Milton via Groups.Io
Sent: 12 February 2020 08:06
To: SIKM@groups.io
Subject: Re: [SIKM] Knowledge Management and Process Management

 

You can find descriptions of many of the common KM processes here

https://www.knoco.com/knowledge-management-processes.htm

 

 

 

Nick Milton
Knoco Ltd
www.knoco.com

www.facebook.com/knoco.ltd

www.linkedin.com/company/knoco-ltd
mobile +44 (0)7803 592947

email nick.milton@...

blog  www.nickmilton.com

twitter @nickknoco

Author of the recent book - "The Knowledge Manager’s Handbook"

 

"Ambition without knowledge is like a boat on dry land." 
--Mark Lee

 

 

 

 

Re: How to land change with people

Jasper Lavertu
 

Congratulations indeed!
But... now I am eager to know more about how to achieve organisational change (and the tools and approaches) and especially, how to coordinate the watercooler moments. Is there more info to share?

Re: Knowledge Management and Process Management

Nick Milton
 

You can find descriptions of many of the common KM processes here

https://www.knoco.com/knowledge-management-processes.htm

 

 

 

Nick Milton
Knoco Ltd
www.knoco.com

www.facebook.com/knoco.ltd

www.linkedin.com/company/knoco-ltd
mobile +44 (0)7803 592947

email nick.milton@...

blog  www.nickmilton.com

twitter @nickknoco

Author of the recent book - "The Knowledge Manager’s Handbook"

 

"Ambition without knowledge is like a boat on dry land." 
--Mark Lee

 

 

 

 

Re: Knowledge Management and Process Management

Stephen Bounds
 

Hi Matt,

I'd endorse Katrina's suggestions of the value chain approach and lean approaches to reduction of waste.

That said, although I don't have any nice journal articles to quote, I am a firm believer in analysing business activities in terms of process/practice layering (slides 25-26) and thinking about the fitness triangle of performance, resilience and robustness.

Lean, especially Six Sigma Lean, optimises best in environments with a heavy slant towards processes over practices, and where robustness is sought as a priority over resilience. However I found this article interesting, since it is advocating resilient lean as a process improvement methodology for automotive manufacturing -- indicating that people are recognising an overdone skew towards robust process changes in recent times.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 12/02/2020 8:39 am, Katrina Pugh wrote:

Matt
I like Stan’s and Dan’s KM processes, and I saw those when working for two international investment firms, and several banks. 

1. PROCESSES: You may also be interested in value chains and processes that are specific to banks. (For example the master data management process for corporate planning and analysis.) Here are some visuals on research gate.  https://www.researchgate.net/figure/The-Investment-Bank-Value-Chain_fig2_228224964

2. WASTE: When I was working in banking, the lean six sigma process was very popular, and we focused a lot on process waste (“Musa”). There are several lists as part of a i-sigma.com discussion group:
This is one of several examples:
Hi,
I am the Finance Lean Sigma Lead for a major bank. Here are some examples to help you identify the 7 types of waste (SWIMTOO) in an office/service environment. See if this helps you on your way:
  1. Scrap/Defects: Missing information, errors, rework, customer complaints
  2. Waiting: Waiting for paperwork, system downtime, time between batches, waiting for decisions/approvals, waiting for shared equipment
  3. Inventory: Forms waiting to be work on, cash not used to generate income, office buildings not completely utilized, holding unnecessary materials in archives/racks/shelves
  4. Motion: Walking to deliver paperwork, non-ergonomic office lay-out, chasing for information, searching, walking
  5. Transportation: Using mail where e-mail could be used, paper processes (especialyl those requiring many original signatures)
  6. Overproduction: Working on the wrong thing at the wrong time, unnecessary paperwork, working on applications that will be rejected
  7. Overprocessing: Non-value added steps, redundancies (several people doing the same)
Warmly,
Kate

Katrina Pugh
AlignConsulting | Collaboration, Analytics and Strategy
Columbia University | Information and Knowledge Strategy Master of Science Program
Mobile: 617-967-3910

On Feb 11, 2020, at 5:02 PM, Dan Ranta <danieleranta@...> wrote:


Hi Matt - I posted this previously - the list below.  These are all reflective of KM processes that we put in place - 90 percent related to tacit knowledge exchanges.  This is a very extensive list.  Let me know if you have any questions and want to have a session to understand more.    
Best - Dan


Community-Specific Capabilities - Collaboration Support - PROCESSES

·        Enables Impactful Collaboration (peer-to-peer problem solving) while focusing on Trust-based Engagement

·        Enhance capturing and organizing knowledge content with intuitive taxonomies that drive "aboutness"

·        Manages Expertise - elevating sanctioned experts and ability for all to nominate their respective expertise and find people with specific expertise at various levels (nominated and sanctioned)

·        Enables precision-based alerts to members based on nominated expertise - "right knowledge to right person at right time"

·        Enables finding people with specific expertise (or expert) by business in Discover Connections pages - across thousands of terms / capabilities

·        Connects communities as appropriate with sister-community sharing, which enhances cross-collaboration

·        Communication Support - Blogging and Newsfeed - parts of a digital strategy - particularly important to be able to comment on blogs and revisit these exchanges periodically

·        Enable mission-based teams (continuous improvement) - with built-in workgroups capability

·        Wiki enablement for more contextual knowledge - key piece of the Knowledge Architecture (wiki Lessons Learned approach) - New in Wiki produces article notifications using same community taxonomy

·        Enables Mentors to connect with Mentees when taxonomies are converted into career capabilities / competencies (Mentor Connect)

·        Enables Calendaring for community events - fully integrated with personal outlook calendars - supporting community-based learning

·        Enabled Taxonomy Coverage Radial Graph - to analyze the usage of each community taxonomy - showing gaps and opportunities

·        Enables RSS feeds for the right journal subscriptions to technical journals and periodicals - delivering articles based on community taxonomy

·        Wiki supports both Lessons Learned and documenting Governing Processes

·        KM Governance Materials comprehensively explain all elements of the solution including providing engagement

·        Aligned with Business Leaders to ensure each group created helps with significant business opportunities (Less is More) - the sets of communities by business are mapped to most significant business issues and opportunities

·        Community Business Case with clear objectives and means to measure results (outcomes)

·        Security - supports open and confidential (controlled with DL groups for enhanced security)

·        Supports managing membership - to view by business, import members, export members, change email alert settings, and view map locations

·        Organize user analytics using Sociograms (ONA) by community, business, and overall - featuring easy identification of community brokers

·        Wiki has the ability to create University summaries of all learning materials / courses by community

·        Identifying exemplary collaborative behavior made easy by Featured Member area in each community

·        Maturity Model to help with effective sustainability - focus on driving engagement (collaborative behavior)

·        Scalability - ability to become enterprise-wide with a common look and feel (UX consistency)

·        Adoption is fluid with an intuitive user interface and experience - supported by an extensive set of help articles and videos

·        Workflow capability out of the box (and customized as needed)

·        Scorecards on member usage and engagement - easy & effective to see who leading contributors and collaborators are in each community


On Mon, Feb 10, 2020 at 11:17 PM Matt Moore via Groups.Io <innotecture=yahoo.com@groups.io> wrote:
Hi,

I have just started a role where I am focusing on process knowledge within a financial services organization. Compared to People and Technology, Process is the neglected triplet.

The best thinking on this I have seen is by John Edwards:
A process view of knowledge management: it ain't want you do, it's the way that you do it
Business processes and knowledge management

Are there other recommendations that people have?

Regards,

Matt



How to land change with people

Edwin K. Morrris
 

Congratulations to Monica Danese-Perrin for the prestigious KM reward and recognition from the Henley Forum 2020 Awards. 
________________________________________________________
"This is a KM story that demonstrates real insight about how to land change with people. There is a clear mental model of how to achieve organisational change at the heart of this story. And the tools and approaches then bring that to life."
_______________________________

https://soundcloud.com/pioneer-ks/monica-danese-perrin-2nd-because-you-need-to-know-pioneer-knowledge-services



Edwin K. Morris
President and Founder of Pioneer Knowledge Services



What is Knowledge Management?

Office 716.995.4461

234.542.5836 fax

https://pioneer-ks.org/  

Re: Knowledge Management and Process Management

Katrina Pugh
 

Matt
I like Stan’s and Dan’s KM processes, and I saw those when working for two international investment firms, and several banks. 

1. PROCESSES: You may also be interested in value chains and processes that are specific to banks. (For example the master data management process for corporate planning and analysis.) Here are some visuals on research gate.  https://www.researchgate.net/figure/The-Investment-Bank-Value-Chain_fig2_228224964

2. WASTE: When I was working in banking, the lean six sigma process was very popular, and we focused a lot on process waste (“Musa”). There are several lists as part of a i-sigma.com discussion group:
This is one of several examples:
Hi,
I am the Finance Lean Sigma Lead for a major bank. Here are some examples to help you identify the 7 types of waste (SWIMTOO) in an office/service environment. See if this helps you on your way:
  1. Scrap/Defects: Missing information, errors, rework, customer complaints
  2. Waiting: Waiting for paperwork, system downtime, time between batches, waiting for decisions/approvals, waiting for shared equipment
  3. Inventory: Forms waiting to be work on, cash not used to generate income, office buildings not completely utilized, holding unnecessary materials in archives/racks/shelves
  4. Motion: Walking to deliver paperwork, non-ergonomic office lay-out, chasing for information, searching, walking
  5. Transportation: Using mail where e-mail could be used, paper processes (especialyl those requiring many original signatures)
  6. Overproduction: Working on the wrong thing at the wrong time, unnecessary paperwork, working on applications that will be rejected
  7. Overprocessing: Non-value added steps, redundancies (several people doing the same)
Warmly,
Kate

Katrina Pugh
AlignConsulting | Collaboration, Analytics and Strategy
Columbia University | Information and Knowledge Strategy Master of Science Program
Mobile: 617-967-3910

On Feb 11, 2020, at 5:02 PM, Dan Ranta <danieleranta@...> wrote:


Hi Matt - I posted this previously - the list below.  These are all reflective of KM processes that we put in place - 90 percent related to tacit knowledge exchanges.  This is a very extensive list.  Let me know if you have any questions and want to have a session to understand more.    
Best - Dan


Community-Specific Capabilities - Collaboration Support - PROCESSES

·        Enables Impactful Collaboration (peer-to-peer problem solving) while focusing on Trust-based Engagement

·        Enhance capturing and organizing knowledge content with intuitive taxonomies that drive "aboutness"

·        Manages Expertise - elevating sanctioned experts and ability for all to nominate their respective expertise and find people with specific expertise at various levels (nominated and sanctioned)

·        Enables precision-based alerts to members based on nominated expertise - "right knowledge to right person at right time"

·        Enables finding people with specific expertise (or expert) by business in Discover Connections pages - across thousands of terms / capabilities

·        Connects communities as appropriate with sister-community sharing, which enhances cross-collaboration

·        Communication Support - Blogging and Newsfeed - parts of a digital strategy - particularly important to be able to comment on blogs and revisit these exchanges periodically

·        Enable mission-based teams (continuous improvement) - with built-in workgroups capability

·        Wiki enablement for more contextual knowledge - key piece of the Knowledge Architecture (wiki Lessons Learned approach) - New in Wiki produces article notifications using same community taxonomy

·        Enables Mentors to connect with Mentees when taxonomies are converted into career capabilities / competencies (Mentor Connect)

·        Enables Calendaring for community events - fully integrated with personal outlook calendars - supporting community-based learning

·        Enabled Taxonomy Coverage Radial Graph - to analyze the usage of each community taxonomy - showing gaps and opportunities

·        Enables RSS feeds for the right journal subscriptions to technical journals and periodicals - delivering articles based on community taxonomy

·        Wiki supports both Lessons Learned and documenting Governing Processes

·        KM Governance Materials comprehensively explain all elements of the solution including providing engagement

·        Aligned with Business Leaders to ensure each group created helps with significant business opportunities (Less is More) - the sets of communities by business are mapped to most significant business issues and opportunities

·        Community Business Case with clear objectives and means to measure results (outcomes)

·        Security - supports open and confidential (controlled with DL groups for enhanced security)

·        Supports managing membership - to view by business, import members, export members, change email alert settings, and view map locations

·        Organize user analytics using Sociograms (ONA) by community, business, and overall - featuring easy identification of community brokers

·        Wiki has the ability to create University summaries of all learning materials / courses by community

·        Identifying exemplary collaborative behavior made easy by Featured Member area in each community

·        Maturity Model to help with effective sustainability - focus on driving engagement (collaborative behavior)

·        Scalability - ability to become enterprise-wide with a common look and feel (UX consistency)

·        Adoption is fluid with an intuitive user interface and experience - supported by an extensive set of help articles and videos

·        Workflow capability out of the box (and customized as needed)

·        Scorecards on member usage and engagement - easy & effective to see who leading contributors and collaborators are in each community


On Mon, Feb 10, 2020 at 11:17 PM Matt Moore via Groups.Io <innotecture=yahoo.com@groups.io> wrote:
Hi,

I have just started a role where I am focusing on process knowledge within a financial services organization. Compared to People and Technology, Process is the neglected triplet.

The best thinking on this I have seen is by John Edwards:
A process view of knowledge management: it ain't want you do, it's the way that you do it
Business processes and knowledge management

Are there other recommendations that people have?

Regards,

Matt



Re: Knowledge Management and Process Management

Dan Ranta
 

Hi Matt - I posted this previously - the list below.  These are all reflective of KM processes that we put in place - 90 percent related to tacit knowledge exchanges.  This is a very extensive list.  Let me know if you have any questions and want to have a session to understand more.    
Best - Dan


Community-Specific Capabilities - Collaboration Support - PROCESSES

·        Enables Impactful Collaboration (peer-to-peer problem solving) while focusing on Trust-based Engagement

·        Enhance capturing and organizing knowledge content with intuitive taxonomies that drive "aboutness"

·        Manages Expertise - elevating sanctioned experts and ability for all to nominate their respective expertise and find people with specific expertise at various levels (nominated and sanctioned)

·        Enables precision-based alerts to members based on nominated expertise - "right knowledge to right person at right time"

·        Enables finding people with specific expertise (or expert) by business in Discover Connections pages - across thousands of terms / capabilities

·        Connects communities as appropriate with sister-community sharing, which enhances cross-collaboration

·        Communication Support - Blogging and Newsfeed - parts of a digital strategy - particularly important to be able to comment on blogs and revisit these exchanges periodically

·        Enable mission-based teams (continuous improvement) - with built-in workgroups capability

·        Wiki enablement for more contextual knowledge - key piece of the Knowledge Architecture (wiki Lessons Learned approach) - New in Wiki produces article notifications using same community taxonomy

·        Enables Mentors to connect with Mentees when taxonomies are converted into career capabilities / competencies (Mentor Connect)

·        Enables Calendaring for community events - fully integrated with personal outlook calendars - supporting community-based learning

·        Enabled Taxonomy Coverage Radial Graph - to analyze the usage of each community taxonomy - showing gaps and opportunities

·        Enables RSS feeds for the right journal subscriptions to technical journals and periodicals - delivering articles based on community taxonomy

·        Wiki supports both Lessons Learned and documenting Governing Processes

·        KM Governance Materials comprehensively explain all elements of the solution including providing engagement

·        Aligned with Business Leaders to ensure each group created helps with significant business opportunities (Less is More) - the sets of communities by business are mapped to most significant business issues and opportunities

·        Community Business Case with clear objectives and means to measure results (outcomes)

·        Security - supports open and confidential (controlled with DL groups for enhanced security)

·        Supports managing membership - to view by business, import members, export members, change email alert settings, and view map locations

·        Organize user analytics using Sociograms (ONA) by community, business, and overall - featuring easy identification of community brokers

·        Wiki has the ability to create University summaries of all learning materials / courses by community

·        Identifying exemplary collaborative behavior made easy by Featured Member area in each community

·        Maturity Model to help with effective sustainability - focus on driving engagement (collaborative behavior)

·        Scalability - ability to become enterprise-wide with a common look and feel (UX consistency)

·        Adoption is fluid with an intuitive user interface and experience - supported by an extensive set of help articles and videos

·        Workflow capability out of the box (and customized as needed)

·        Scorecards on member usage and engagement - easy & effective to see who leading contributors and collaborators are in each community


On Mon, Feb 10, 2020 at 11:17 PM Matt Moore via Groups.Io <innotecture=yahoo.com@groups.io> wrote:
Hi,

I have just started a role where I am focusing on process knowledge within a financial services organization. Compared to People and Technology, Process is the neglected triplet.

The best thinking on this I have seen is by John Edwards:
A process view of knowledge management: it ain't want you do, it's the way that you do it
Business processes and knowledge management

Are there other recommendations that people have?

Regards,

Matt



Re: Knowledge Management and Process Management

Stan Garfield
 

Matt, thanks for your post.

>Business processes and knowledge management

I assume you mean business processes such as:
  • Project Management, Program Management, and Decision Making
  • Sales and Marketing: Customer Relationship Management (CRM), Sales Management, Marketing Management, Lead Generation and Tracking, Order Processing and eCommerce, and Reservation Management
  • Operations: Enterprise Resource Planning (ERP), Operations Support, Engineering, Manufacturing, Distribution, Logistics, Inventory and Stock Control, Scheduling, Process Control, and Procurement
  • Research & Development: Scientific Information Management, Intellectual Property Management, and Patent Development
  • Financial: Accounts Payable, Accounts Receivable, General Ledger, Budgeting and Planning, Forecasting and Reporting, Expense Management, Funds Transfer, Investment and Portfolio Management, Shareholder Relations, SEC Reporting, and Tax
  • Human Resources: Talent Management, Recruiting and Hiring, Personnel, Payroll, Staffing, Performance Management, Time Entry, Expense Reporting, Travel, and Learning Management

>Compared to People and Technology, Process is the neglected triplet.

These are the process components of KM that I have written about:
  1. Knowledge Management Methodologies
  2. Creation Process: Knowledge Creation, Invention, and Innovation
  3. Knowledge Capture Process
  4. Knowledge Reuse Process
  5. Lessons Learned Process
  6. Proven Practices Process: Don’t call it “best practice”
  7. Collaboration Process
  8. Content Management Process
  9. Classification Process and Taxonomy
  10. KM Metrics and Reporting Process
  11. Change Management Process
  12. Workflow Process
  13. Knowledge Valuation Process and Intellectual Capital
  14. Social Network Analysis: SNA, ONA, VNA
  15. Appreciative Inquiry and Positive Deviance

Re: Knowledge Management and Process Management

Aprill Allen
 


Hi Matt,

I recall you know of Knowledge Centered Service, already, but the techniques can be helpful reference points when it comes to process design across many business functions. 


Cheers,
Aprill


On Tue, 11 Feb 2020 at 3:28 pm, Tom Short <tshortconsulting@...> wrote:

Matt - most of the work I did in KM for the first 10 years or so focused on process-based KM. Check out my book chapter on what we learned - might provide some ideas for you. I have tools and templates for knowledge process mapping as well. 

good luck!

Tom

--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts

--
--

Aprill Allen
Founder and Managing Director | Knowledge Bird
M: +61 400 101 961
knowledgebird.com

Re: Knowledge Management and Process Management

 

Matt - most of the work I did in KM for the first 10 years or so focused on process-based KM. Check out my book chapter on what we learned - might provide some ideas for you. I have tools and templates for knowledge process mapping as well. 

good luck!

Tom

--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts

Knowledge Management and Process Management

Matt Moore
 

Hi,

I have just started a role where I am focusing on process knowledge within a financial services organization. Compared to People and Technology, Process is the neglected triplet.

The best thinking on this I have seen is by John Edwards:
A process view of knowledge management: it ain't want you do, it's the way that you do it
Business processes and knowledge management

Are there other recommendations that people have?

Regards,

Matt

Re: SUMMARY & NEXT STEPS: Are there gender differences in posting behavior in this community? #gender

John Hovell
 

Here’s a related D&I with KM event for anyone interested:

https://www.meetup.com/Knowledge-Cafe/events/268405198/

 

Thanks,

John

 

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Jane Dysart
Sent: Monday, February 10, 2020 11:10 AM
To: SIKM@groups.io
Subject: Re: [SIKM] SUMMARY & NEXT STEPS: Are there gender differences in

 

I agree with Arthur & will make sure there is room for a session  on this topic at KMWorld, Nov 16-19 in DC! And perhaps as a Knowledge Café topic too!

Thanks

Jane

 

Jane Dysart, Program Director, KMWorld 2020

http://www.kmworld.com/Conference/2020/

 

Curator of Curiosity & Partner

Dysart & Jones Associates

jane@...

Twitter & Skype  jdysart

 

 

 

 

From: SIKM@groups.io [mailto:SIKM@groups.io] On Behalf Of Arthur Shelley
Sent: Saturday, February 8, 2020 7:53 PM
To: SIKM@groups.io
Subject: Re: [SIKM] SUMMARY & NEXT STEPS: Are there gender differences in

 

Kate, Nancy, Susan and volunteers,

 

This is a fantastic initiative thanks to all involved.

It is a very good idea to facilitate conversations about who we are and why we participate in the communities we engage with.

It is especially relevant for the volunteers in the activity to represent across the full diversity of the members (including if possible those that are less active, because we need to understand why they are here – even with low interaction. Thi will provide more insights into how to more actively engage interested parties to bring more perspectives into the conversations to the benefit of all).

 

I am very interested to see the outputs of this.

Thank you for your investment, so we can all benefit from an ever emerging community.

A

 

 

Regards

Arthur Shelley

Producer: Creative Melbourne

Author: KNOWledge SUCCESSion  Sustained performance and capability growth through knowledge projects

Earlier Books: The Organizational Zoo (2007) & Being a Successful Knowledge Leader (2009)

Principal: www.IntelligentAnswers.com.au 

Founder: Organizational Zoo Ambassadors Network

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From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Katrina Pugh
Sent: Saturday, 8 February 2020 9:09 AM
To: SIKM@groups.io
Subject: Re: [SIKM] SUMMARY & NEXT STEPS: Are there gender differences in

 

Mila

I’m glad you are supportive of this gender/diversity effort. There is a group of 16 volunteers from our SIKM Leaders who are working hard to draft a “blueprint.” (That’s a working title for the output, for now.)  The blueprint’s topics came from suggestions people made in November in the gender discussion thread. 

 

Three focus groups (Jan 7, 8, 15) reflected on personal goals from SIKM, and we knit together the suggestions. (These 5 topics are a bit more aggregated than what Nancy Dixon and I sent to everyone in November):

  1. Introduction
  2. Facilitating norms or rules of engagement
  3. Adding other participation forums
  4. Improving the platform (or use of the new platform)
  5. Community management roles

Nancy Dixon, Susan Ostreicher and I will consolidate the volunteer teams’ write ups of the topics, and then we will review them with Stan. We anticipate sending the blueprint to the whole group for feedback/survey in early March

 

This process has taken two months, with everyone’s holiday schedules. We have been pleased to see the energy and passion for SIKM leaders!

 

Kate Pugh, Susan Ostreicher, Nancy Dixon

 

Katrina Pugh

AlignConsulting | Collaboration, Analytics and Strategy

Columbia University | Information and Knowledge Strategy Master of Science Program

Mobile: 617-967-3910

 

On Feb 7, 2020, at 9:05 AM, Mila Malekolkalami via Groups.Io <Mila_malek_1365=yahoo.com@groups.io> wrote:

Hi, this file was great! Thanks for doing that! are there any other summarized files?

 

On Wed, Nov 27, 2019 at 10:45 PM, Katrina Pugh

Hello, SIKM Community 

 

Thank you for your courageous and insightful comments on your experience of gender and difference in our SIKM community. Nancy Dixon and I read every line in every post, parsed them, coded them, tallied common themes, and summarized this for us all to consider.(Please see attached.) 

 

We summarized this with the goal of inquiring, not placing judgment. We may have missed some nuances or thoughts, so, please feel free to send us updates (emails in the attached).

 

Next steps will be two live one-hour discussions each including approximately six people, and representing a balance of genders, regions, experience levels and job types. If you would like to be a part of these discussions, please let Kate Pugh and Nancy Dixon know (emails in the attached), and if there is space available, we will contact you.. 


We hope to conduct those discussions over the next month, and bring back concrete recommendations. We will also conduct a survey of the full community to assess those recommendations. 

 

Thanks and Happy Thanksgiving!

Kate and Nancy

 

Katrina Pugh

AlignConsulting | Collaboration AI and Strategy 

Columbia University | Info and Knowledge Strategy Master's Program Faculty

Mobile 617-967-3910